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By Donna A Lopiano

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Educational materials and efforts are investments in the professional growth of employees that will enable them to be better able to fulfill these expectations. Often, athletic managers think that educational investments in their employees involve formal education through conferences, workshops, courses, in-service training programs with guest speakers, and so on. Employee education, however, need not be expensive or formal. For instance, at the core of any high-performance organization is the individual accountability of each employee to produce his or her best effort or work product.

How does the athletic director want those outside the athletic department to think about how the department does business? How does the operating system of the organization make a positive first impression? For instance, an autocratic athletic director who believes that his or her word is God’s word and that either people do a task the way the manager wants it done or they can “hit the highway” will likely design an internal athletic department operating system with a sacrosanct structure or chain of command that will not permit the athletic director’s decisions to be questioned.

Many school districts require teachers, coaches, and administrators to demonstrate continuing education in their respective fields through the completion of educational programs each year. Such continuing education may consist of formal coursework offered by an institution of higher education or verification of attendance at workshops or conferences that have been approved for acceptable continuing education credits. 7 PLANNING TOOL Ongoing Training Needs of the Athletic Director Although every athletic director requires basic training in all areas of sport and education management, the unique nature of athletic programs requires that the sport manager stay up to date on developments in those critical program areas, which carry the highest reputation and legal liability risk for the educational institution.

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